Internationalization, Tacit Knowledge and the Top Management Teams of MNCs

By Nicholas Athanassiou, Douglas W. Nigh. 2000

264 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3e84c360888da9e19cf6399470c6b3216b763332

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Citations in the corpus

The resource-based view and international business: (2001, background): “Drawing on the RBV insight that top managers may represent some of the most valuable, unique, and hard-to-imitate resources, Athanassiou and Nigh (1999, 2000) and Roth (1995) reported that the more an MNC internationalizes, the more likely its top managers will have significant international…”
Globalizing human resource management (2004, background): “the spread of tacit knowledge within top management teams through “advice networks” (Athanassiou and Nigh, 2000); the “social capital” that accrues to international managers as a consequence of their boundary spanning roles (Kostova and Roth, 2003); and”
Repatriating knowledge: variables influencing the “transfer” process (2009, background): “Intensive interaction is also a requirement for transferring tacit knowledge (Athanassiou & Nigh, 2000).”
Corporate elite characteristics and firm's internationalization: CEO-level and TMT-level roles (2009, background): “On the other hand, position tenure was included because of its representation as an important component of CEO commitment and knowledge base, shown in past research to have an important impact on firm internationalization (Athanassious and Nigh 2000 ).”
Trust and tacit knowledge sharing and use (2010, background): “…where the parties have Table I Descriptions and characteristics of explicit and tacit knowledge Citation Explicit knowledge Tacit knowledge Athanassiou and Nigh (2000) Transfer ''depends on the credibility of the transferer'' and is ''most effectively achieved through face-to-face…”
Entrepreneurial decision-making in internationalization: Propositions from mid-size firms (2008, background): “…management team, in particular the entrepreneurial manager, possess past experience of international markets or the process of internationalization, those experiences will shape a specific knowledge base and expectancy of the nature and process of internationalization (Arthanassiou & Nigh, 2000).”
International attention and multinational enterprise performance (2008, background): “Athanassiou and Nigh (1999, 2000) emphasized the value of globalization discussions among HQ executives as a means of facilitating the formulation, implementation, and control of the MNE’s worldwide strategy.”